How Concord Is Turning Heads With Content

Travis Bickham, VP of Marketing at Concord, joins the Content Pros Podcast to discuss how a focus on quality and providing the Netflix experience is turning heads in a crowded marketplace.

In This Episode:


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Full Episode Details

Next Content in 3… 2… 1…

There is a lot of content out there. From written to aural to visual, the content never stops. Customers are becoming experts at tuning out noise which is good for their sanity but bad for business.

Travis has found that when it comes to breaking through the wall of self-imposed silence, quality trumps quantity every time.

Employing the content pyramid ensures there is an easy-to-digest theme running throughout your site that reinforces your message to consumers. Using one major piece to inspire smaller bits of content also helps focus and unify your sales and marketing team across the organization.

Another trick Travis has discovered is that if your content is good enough, you don’t need to walk your customer through the funnel. You can set good content up like a line of dominoes, and with a little Netflix-esque magic, your potential customer will be more than happy to go down that content rabbit hole towards a sale.

In This Episode

  • Why standing out in a crowded market means asking yourself two questions: how are you presenting yourself on your website and how you are presenting yourself through the content funnel
  • How speaking to the silo leads to breaking down the wall for new customers
  • Why successfully walking your customer through the content funnel means incorporating some Netflix ideas
  • How actual customer testimonials lead to a better profile and better sales

Quotes From This Episode

“You can’t market to everyone, and you can’t sell to everyone.” —@travisbickham

“The content pyramid keeps you honest in your content creation and also keeps your content very clear and focused.” —@travisbickham

“We have a unique perspective that a company on the inside that’s looking in their own silo might not. We want to give that knowledge to all of our prospects and all of our customers and hand them something of value right out the gates.” —@travisbickham

“We want to give people the Netflix experience.” —@travisbickham

People are happy to consume your content if it's good enough. Click To Tweet

“If it’s not good enough to go in the New York Times or the Economist or on TV, it shouldn’t be good enough for our website because that’s what people have come to expect in 2017.” —@travisbickham

“You have to have happy customers, but you have to get those happy customers on video or on your blog talking about what they were doing because they’re on the front lines of it.” —@travisbickham

“The point is to let our prospects understand that we know what they’re going through and we want to learn more, and we’re here to help.” —@travisbickham

80% of the buyer journey happens before they even talk to sales. Click To Tweet

“I’ve always been a believer that inbound feeds outbound.” —@travisbickham

There's no point in doing personalization if you're not going to take it all the way home. Click To Tweet

“As marketing, we have to make sales peoples’ lives as easy as possible.” —@travisbickham


Content Pros Lightning Round

Can you talk a little bit about your varied background and some of the media outlets you’ve written for in the past? My background is in writing. I have done some writing for Forbes. When I was working in finance, I took a leave of absence to spend time on the business desk at the Economist, both in London and New York. That was a really amazing experience because it’s really writing at its finest. It taught me that content takes time. It taught me that there’s no substitute for good research and quality.

Having won a NCAA Championship in water polo, tell us what you’ve learned in water polo that applies to your life as a marketer. That experience teaches you really the value of being on a team, learning to rely on other people. When other people rely on you to do your best, you’re going to do your best if you care about them and you care about the end goal.

Episode Transcript

Tyler: Welcome to another episode of Content Pros. My name is Tyler Lessard and I'll be your host today. My normal cohost, Randy Frisch from Uberflip, is out this week, but we have an amazing guest who's going to fill his important spot and join me here in a one on one conversation as we dive into some of the secrets of modern marketers who are trying to build out a marketing team in a crowded market, in a difficult market, but as a way to really stand out and be a thought leader and really turn heads and create new opportunities for their business. To do that, today we have Travis Bickham, VP of Marketing at Concord. Travis, I'm really excited to have you on. I've known you for a long time and I've always admired your approach to marketing. If you wouldn't mind, maybe just give us a quick introduction to yourself and a bit of your background that's brought you here to Concord.
Travis: Yeah, absolutely, Tyler. Thank you for the invite to come on the show. I love what you guys do and frankly can't get enough of the episodes. In terms of me and my role, as you mentioned, I'm VP of Marketing here at Concord. I'm about four or five months into my tenure here, so still relatively new, which I think we'll find some interesting stuff to talk about there. Prior to that where you and I first got to know each other was when I was at Tradeshift. I spent a few years at Tradeshift starting off really coming in to tackle kind of their more high end, unique content initiatives. Then we basically came to the realization that content is tied at the hip to demand generation, so I started taking on demand generation too and eventually ended up being head of enterprise marketing over there, which was a really exciting role and a lot of really cool stuff globally, which we can talk about too. Before that, I actually started my career marketing in financial services, so very different market than tech, but some great learnings from there. In terms of my personal background, I grew up here in the San Francisco Bay Area, went to the University of California Berkeley, where I played water polo and majored in English. Coming out of school with English, I thought, "What the heck do you do with an English degree?" Turns out it's pretty darn good for marketing. Very happy I made that decision.
Tyler: Right. It's particularly important these days. We talk a lot about the science of marketing these days, but the art in messaging, in communicating, in connecting with people in a personal way, I think, is more important than ever because we are so flooded with content and with messages and with marketing. The commoditization of marketing to some degree has become a challenge for all of us. I expect one of the big things that you're trying to solve, correct me if I'm wrong coming into Concord, is how do you really ladder up your messaging. How do you shift the way you communicate to the market to really stand out and become a thought leader? Is that something that's important to you guys and if so, how are you thinking about that?
Travis: Yes, absolutely. That's actually kind of a multifaceted problem because on one hand here's a problem that's good to have. We're really a great solution for everyone, but that's also a problem because you can't market to everyone and you can't sell to everyone. Then your messaging is wishy washy and you're really not speaking to the right people for your sales team and ultimately for your customers' success. One thing that we're really hyper-focused on is being very targeted in who we message to, who we market to and for us, that's really fast growing, hyper-growth companies. Think pre IPO, immediately post IPO, as well as really large enterprises. There's different reasons for both of those, but we feel that's where we can have the most impact on their business and also where they can have the most impact on our business. We have to think about that every time we create content or marketing materials or redo our website, which we're in the process of doing right now. On the other side, we're kind of in an interesting space, where we of course have competitors. Everyone does, but we're the only company really offering that full contract life cycle, so often times we're actually competing against the status quo or inertia. That's a very different messaging problem to have because you have to differentiate yourself not only against someone like an Apttus or a SpringCM, but actually against what you've been doing for the past 20 years. That presents some unique messaging difficulties, but I think we're coming along.
Tyler: Yeah. I think it's a super point because you not only have to overcome the why Concord, why are you guys the right solution, but even as a prelude to that, why a new solution at all, whether it's Concord or somebody else.
Travis: Yes.
Tyler: I know it's something we always think about here as well as we structure our messaging exercises, we think about why. For us, it's why video, why Vidyard and then why now to create a sense of urgency. We try to architect our messaging under those frameworks and a lot of programs to identify those different points in the buying cycle and make sure we're hitting on those. Do you guys take a similar mentality or how do you think about approaching creating really effective messaging in those different audiences?
Travis: Right. I think that messaging is two-fold. One is how are you presenting yourself to the world on your website. That could be people coming in really at any point in the journey and so that's going to be much more broad, thought leadership. It's the window into your company. Then we also have the whole question of how do you message throughout the content funnel. I think that's something that we're really hyper-focused on. In many ways, you follow the traditional journey, where you're going from unaware to aware to somewhat qualified and considering until you pass that off to sales, but in other ways, we're intensely account focused. We're actually crafting pretty one to one messaging for a lot of our target accounts. That's going to involve a heavy research component. That's why it's key to partner so intensely with sales. We're actually going to go ahead and build that business case early on, which a lot of people don't want to do because they don't want to invest the time. They'd rather take the net approach. Bring in all the fish to the boats, see what's in there and then message to whatever you have. We're actually thinking, "Hey, let's go out and find specifically who we want to talk to, build an entire content journey and message for them right from the start and show them how serious we are about them and about making their business better." We've found that to be extremely effective and the response has been fantastic.
Tyler: Yeah. One of the things that we talked about prior to this session that I thought was really interesting was not only, of course we all know we have to have good messaging and we have to think through our audience and take sort of an outside in view on what's going to really get their attention and draw them in, but it's not just about the message. It's about how you tell that story. It's about the medium. It's about how you make it compelling and interesting enough to stand out. The quote I had written down from you earlier was, "Every company is a media company now and the bar for compelling content has never been higher", which I couldn't agree with more. Knowing that, coming into Concord and thinking about how do you take these messages and create compelling content that's going to help you stand out, what does that make you think about how are you organizing your team, how are you approaching your content strategy, what are some of the tools that you're trying to put in place to help yourselves stand out and compete in this market where content can't just be good, it has to be great?
Travis: Yeah. There's a few things we're doing there. I think one is speaking to the organizational side of it. How do you organize your team and how do you organize the structure of your content? I'm a pretty firm believer in what I would call the content pyramid, which I think keeps you honest in your content creation and also keeps your content very clear and focused. The way we do that is we're actually rolling out one new piece of highly curated, intensely focused content every month. Think something along the lines of the original Marketo essential guides, but specific to your industry and really answering a question that you might pay a consultant to come in and answer for you. We see so many of our customers going through similar things, and I'm sure other companies do too, that we have a unique perspective that a company on the inside that's really looking in their silo might not. We want to give that knowledge to all of our prospects and all of our customers and really go ahead and hand them something of value right out the gates. We create that core piece of content every month. It could be something like a 30 page e-book, could be a really well thought out interview. It could even be a podcast. Then from that core piece of content, we're actually going to cascade derivative content, so every blog post, every whiteboard Wednesday, all of our smaller pieces are going to follow up to that main theme for the month. Then from there we have microcontent, so think social, an email from a sales person, anything like that. It's all going to go back to that main theme, much the way you would watch something like 60 minutes and it would cover one thing and then everything would cascade from there. That's how we're organizing our content. We have people that are really focused on demand generation and they're in charge of actually executing that theme throughout the month. Is the email going to be about this? What are we saying online? What's going to go on the blog? Then we have people that are purely focused on content. Their job isn't to think about leads. It's not to think about the sales journey. It's about producing something incredibly, incredibly compelling and so we want to actually lead people down that journey. The second part of it is we want to give people the Netflix experience. This is something that we do primarily through our video strategy, but a lot of it involves not gating content that shouldn't be gated, producing things that people actually want to watch or actually want to interact with and really investing the time in thinking through what you're going to say and what value it's going to give to the end customer. If someone comes into our website and watches a video, we want them to immediately click play next and we want them to actually walk themselves down that journey that traditionally marketing was in charge of via emails, banner ads, what have you. People are happy to consume your content if it's good enough. I think that's something I learned at Tradeshift. We were doing a pretty intense partnership with CNBC during the World Economic Forum in Davos for a few years. As far as I know, they're actually still at it, but what this did is it really raised the bar in terms of what we were able to do and what I even found out was possible for content creation. We're talking about interviews with George Osborne, Kevin Spacey, Arianna Huffington, people you would actually see on TV. When I came to realize that what these famous people were saying was applicable to the marketing scene and to our prospects, that kind of snapped a light bulb where I was like, "Why would we ever compromise on things like video quality, hiring a studio, actually producing content that people want to watch." Now what we hold ourselves to as a team and as a company is if it's not good enough to go in the New York Times or the Economist or on TV, it shouldn't be good enough for our website because that's what people have come to expect in 2017.
Tyler: I love that. I love that. It's something that I think more teams need to hold themselves accountable to is looking clearly at the content you're creating, putting yourselves in the audience shoes and saying, "Would you be interested in consuming this content? Would you find value in it? Does it make you want to dive in and go to the next piece?" Those are the things that I think we've got to be really clear about. If it doesn't spark some kind of excitement in you, then it's obviously not going to spark that in others who aren't part of your business.
Travis: Yes.
Tyler: I don't think enough of us do that and even those of us in the industry, we forget to do that. We put content out there and you look back at it and you go, "You know what? I don't know who would really get a lot of great value from it." I'm curious as you do that and whether it's in your past life or what you're doing at Concord, do you focus on creating that content with yourselves and your own employees as the authors and the thought leaders or are you engaging customers, are you engaging industry influencers and other external thought leaders as a way to validate it or to provide different perspectives on that same story?
Travis: All of the above. I would say primarily the bulk of our content comes internal. We specifically hire people because they're amazing at content, whether that's because they have a background in journalism, like myself, or because they have a background in video, what have you, we want our content we produce internally to be top-notch. That's probably 80% of it, but you can only tell so much of the story of the market yourself. You're inherently biased, right? We're selling a platform. It's going to be great for people. It's going to help them, but at the end of the day, we're selling it, so we also need that social credibility that comes from our customers and their unique perspective. They're on the other end of it. They have the challenge. They found the solution and they have the story. We can't explain their journey in the same way they can. That's why I think it's incredibly key, one, you have to have happy customers, but two, you have to get those happy customers on video, on your blog talking about what they were doing because they're on the front lines of it. They're figuring out things your platform can do that you had no idea and they're explaining interesting cases to their peers and also they're growing their own profile, which I think is great for everyone. Then in terms of industry thought leaders, they're the experts. I think it's always great to them involved. That being said, they're not actually using your product or platform and they're not actually creating it, so it's going to be a little bit more third party, but at the end of the day, they have some great things to say too. We try to do all of the above.
Tyler: Yeah, yeah. Yeah. I've found to be conscious about creating a mix of that. We fell into a trap at one point where all the content was our internal thinking on these things. We realized we had really stopped bringing in external views on things. One of the initiatives that we pulled together to shift that focus was to actually A, focus in on customer stories and get them talking about not only our product, but kind of what they're doing and how they're leveraging video in general and how that's impacting their business, but to not only create those customer stories to publish on our own site, but to create them for them to share themselves on their own LinkedIn profiles or medium accounts as completely unbiased content that they're pushing out into the community. That actually had a really good impact for us. We saw a lot of inbound activity because people saw these individuals posting on their own personal profiles how they're being successful with video and with our technology. It was very genuine and 100% authentic. I think there's some power there in leveraging both the influencers and customers to hit their channels and not just assume everybody's going to come to your site to discover your brand and your content.
Travis: Absolutely. I agree. One more thing I would throw in there, Tyler, if you don't mind is that I think that in a lot of industries what leaders like Vidyard or Concord are doing is we didn't necessarily invent this. We're riding the wave of a great idea. The founders of the company saw that there was a problem in the market and they're addressing it. Being a market leader is one thing you want to talk about, but more importantly that wave started for a reason. I think that you don't have to be out there talking about your product or solution. You can let your customers just get up and talk about why this was even a problem in the first place. That will naturally lead to them talking about the success they found with you.
Tyler: Yeah. Terrific. With that, we're going to take a really short break here to hear from our sponsors. When we come back, we're going to talk a little bit more about how your content strategy is not only fueling inbound, but it's also fueling an account based strategy and outbound prospecting. We'll be right back. ... We're back on Content Pros with our Travis Bickham, VP of Marketing at Concord. Travis, we've talked a lot about the importance of building great messaging targeted at different types of accounts and customer profiles as well as the need to create compelling content that's going to help you stand out and be viewed as a leader in the market. How do you think about applying those ideas, not just to an inbound strategy, but to an outbound strategy? I know you've talked a lot in your past about account based marketing and how you can leverage great content and great tactics to go out and proactively engage key accounts. Is that something you're focused on at Concord?
Travis: Yeah, definitely. I think that the world has never been busier, especially when we think about anything digital. To stand out is actually incredibly difficult. Part of the way you can do that and you can actually improve the attention span of your prospects is through creating fantastic content. When we're thinking about account based marketing, aside from understanding who we want to talk to and building target lists and all of that really pre-marketing stuff, we're intensely focused on creating content that people actually want to read and is going to give them value immediately. If we're not sending them something that's polished and professional right off the bat, we've already lost the battle. If we're going to spend the time to create this entire journey, create the messaging for someone, the content has to be flawless. One thing we do is we'll really seek to understand our prospect's business. That's kind of easy to do because we'll actually look at what industries and what competitors and what groups of companies are good for us until we understand really what the problems of that industry are. Then we'll dive in to that specific company, see how they're interacting with the macro themes and we'll create the content from there. That generally involves understanding who to talk to. Obviously the higher in the organization you can go, the better. If you're selling what we're selling, it's really an organization wide approach, so that's pretty easy. Then we'll create something along the lines of a personalized e-book, obviously personalized video has long been a favorite of mine. Thank you, Tyler, for turning me onto that.
Tyler: Hmm-hmm(affirmative).
Travis: We'll go ahead and we'll send that out across a variety of outbound channels, email, direct mail, digital, even retargeting and also dynamic content on our website. The point is to let our prospects understand that we know what they're going through and we want to learn more and we're here to help. Content is the best way to do that because, I think LinkedIn originally had this statistic, 80% of the buyer journey happens before they even talk to sales.
Tyler: Right.
Travis: That's doubly true in account based marketing because what you have is you're reaching out to five, six, maybe ten people at a company and they're sitting there basically behind your back looking at your content, talking about if it's worth it to pick up the phone and call you.
Tyler: Right.
Travis: If your content isn't top-notch, they're not going to pick up that phone. What we're learning and what we've found is that if you reach out to the right people at the right time with the right content, that conversation's very easy to have. That's part of it on the outbound. On the inbound, I've always been a believer that inbound feeds outbound. You have to have just fantastic general content for everyone. Your website has to be dialed in because when people get curious and come look you up, maybe they're not ready to buy right then, but they're now in your database. They're now learning about you, so when you're ready to go outbound to them, they're already warm and they're waiting to talk to you. It's both. I would say we're 80-20 account based, but still 20% inbound.
Tyler: Yeah. That makes sense. When you're doing, when you're thinking about targeting accounts that have, you mentioned you may be reaching out to ten different individuals and I assume they may have slightly different roles in the organization, do you think about creating unique types of content assets for those different individual profiles? I'm going after an account and I might be targeting roles A, B and C. Are you sending them each targeted content or are you sending them all kind of the same general essential guides and seeing who bites?
Travis: No. They're each getting targeted content to their role. There's no point in doing personalization if you're not going to take it all the way home. I think you have to be true to your core message. Our company doesn't necessarily do different things for different people, but what we do is we allow them to get what they care about and still be true to our core message. What we do is we reconcile speed and compliance, so companies can grow as fast as they want. At the end of the day, that's what contract management can enable for you. It can get rid of manual processes. It can allow you to be more strategic, but that means different things to different people. If I'm talking to a general council, I'm really going to be talking to him or her a lot about compliance. I'm going to be talking about moving their role to more strategic, getting rid of a lot of those manual processes. Whereas if I'm talking to a head of HR, it's going to be more about actually managing those contracts from the employee side and recruiting the best team. You have to speak to people's goals, but tie it back to what you actually do. Otherwise, you end up in a situation where you have a buying committee of eight people and they all think you do something different or even worse, none of them think you're that great at it because you didn't tailor your message to what they care about.
Tyler: Yeah. Yeah. I think that's super smart. There's the idea of obviously leading with the benefits and the value for those individual roles, but that may only be kind of 20% of the content and then it pulls them into then more consistent messaging around okay, here's what we actually do behind the scenes to fuel that.
Travis: Exactly.
Tyler: I think if you can, yeah, get people to buy in on the benefits, then being able to talk about what you do and showcase other customers becomes a much more natural conversation. What does this all mean for your next, let's say 12 months at Concord really building out your strategy and thinking about what you're going to do from both a demand gen content and thought leadership perspective? Where do you place your bets and what are you really excited about this year to experiment with or things that you think are really going to move the needle for your team?
Travis: At the risk of sounding like a suck up, I think it's video. We knew immediately when we came in that video was going to be extremely important to us. We're going through a website overhaul right now. It's about to be live. A big component of that is a video hub, so one thing we're looking to invest in heavily from a brand, PR, and demand gen side is video, both letting our customers tell their story as well as us telling our story. I think that can be many things. It's related to other investments. We want to be out at events. We're going to be out at Dreamforce doing a speaking engagement. That's a prime video opportunity. We're traveling to meet our customers and hearing what's important to them. That's a prime video opportunity. Then we're also just creating compelling content that's more narrative driven. I think that all of those things are really valuable to our brand because they show people who we are in a way that you can't get from a blog post or from reading a headline because you can actually hear people's voices. You can see their faces and you can get a lot amount of content in a short amount of time. We want to invest heavily in that for the rest of 2017 and going into 2018. There's also a component of that that's really demand gen focused. That's building out video in our sales organization and also doing more with personalized video, which I've had a lot of success with before in previous roles. I'm excited to see what it can do for Concord. Outside of that I think it's really just spreading the good word. It's going out to events. It's getting more people onto our website. All of the things you would think of as traditional demand generation.
Tyler: Last question for you is you mentioned your sales team and I know that your mentality when you think about marketing is as much about sales as it is about marketing, what are you seeing as the most important things to do with and for your sales team to help them be more successful? Is it new content? Is it enabling them to access what you've already got an easier way? Is it positioning slides? What are those one or two things that you're thinking about to help your sales team?
Travis: Sure. I think on a strategic level, you really need to set things up right from the get-go. I'm thinking here about okay, ours are metrics. What is your head of marketing and your head of sales going to be judged on? It should be the same thing, in my mind. We should have the exact same targets. We should be metriced the same way and that should cascade through both departments. When you set things up that way, it makes it a lot easier to go after the same goals. Then when you get down to the tactics level, I think with sales, sales people want to focus on selling. They don't want to focus on learning new tools. They don't want to focus on this great new marketing idea you have where you bake a bunch of cookies and send it. That's not what they care about. I think that as marketing, we have to make sales peoples' lives as easy as possible. Technology is a great way to do that. In terms of sales enablement, building out a content library, all of that, but it's really just educating them on what's available to them to send to their prospects and making it as easy as possible for them to do so and also, giving them the metrics on the backend to show them how successful they're being and the difference it's making. It's about influencing and building behaviors for mutual success.
Tyler: Yeah. I think that's a great perspective. We've found similar things where for us, who we have, I think, a very strong content creation engine, we've learned that we're better at creating content than we are sharing it and making use of it. In many ways, that ties back to the sales team. They don't even understand what all the content is, where to find it, how to leverage it, what's the right piece to use when, how to use it within their prospecting cadence versus active deal cycles. We've spent a lot of time to build those programs in and ensure we're consistently educating the sales team on what content is available for them, but also making it easier, to your point, to access it and use it actively in the sales cycle, which is something that I think many of us forget about. It gets so much more value under that content you pour your heart into and I think ties it very close to revenue as well, which is great.
Travis: Couldn't agree more.
Tyler: With that, we're going to turn it over to learn a little bit more about you personally. I think about you, Travis, take this only in the best way as a bit of a Renaissance man. You mentioned earlier you come from an English background, you've been in finance, high tech, but you've been a contributing writer and content producer for some interesting publications. Can you talk a little bit about that and some of the media outlets you've written for in the past?
Travis: Sure. As you mentioned, my background is in writing. When I was working in finance, I actually took a leave of absence to go spend some time on the business desk at the Economist, both in London and New York. That was a really amazing experience because I think to call it content creation is almost slandering it, but it's really, it's writing at its finest. At the end of the day, you are producing a product and its job is to give value and to educate. That's similar to what we're doing now. Writing for the Economist and really getting the chance to focus purely on journalism was a great experience because I think it taught me that real, fantastic content takes time. You're writing one article a week. Think about the content people on any marketing team, how much do we ask of them? How much can we expect if we're telling them to write four blog posts, create a video and do a webinar?
Tyler: Yeah.
Travis: It taught me that content takes time. It taught me that there's no substitute for good research and quality, so that was amazing. I still stay in touch with everyone there and I've done some stuff with them since, which has been awesome. Then more recently, I've been writing for Forbes, which is a different audience, but of course, business focused. I think that's been interesting because you can talk about things like what's the difference between a platform and a product. How do you really deliver end value to users? They're things that our customers care about, we care about and I think the wider community cares about. It's less journalism, more thought leader, but still a lot of fun. Then on the B to B, B to C side, I've of course been writing content my whole career. I take the same approach regardless of who the audience is, whether it's the Economist, Forbes or just a one to one personalized message for a prospect.
Tyler: From writing to athleticism, you've won an NCAA Championship in water polo, I understand. Can you validate that fact for me and then I'm going to ask you to try to tell us what you've learned in water polo that applies to your life as a marketer.
Travis: Okay. This is fun. Now it's like an interview. I did, I was on the NCAA Championship team at Cal in 2007. We actually then lost another one in over time in 2010, so I don't tell people about that one as much. That experience teaches you really the value of being on a team, learning to rely on other people. When you're coming out of college, it also teaches you to show up on time and work hard, which some new hires struggle with. It's lifelong lessons. I think anyone who's played sports, been on a debate team, been in a club, you get it. When other people rely on you to do your best, you're going to do your best if you care about them and you care about the end goal. That's something we try to instill here at Concord and I think we do a great job of. Our head of sales actually was also an athlete. He played baseball and ran track at Santa Clara, so we can kind of trade war stories about morning practices. Yes, that fact is true. I'm actually still playing water polo. I play for the Olympic Club here in San Francisco.
Tyler: Amazing.
Travis: We actually won the World Club Championship in January out in Sydney, Australia, so that was fun. I was grateful to get a little time off between meetings to play the games. It's a different world when you have a job, but overall, yeah, water polo's still very much a daily part of my life.
Tyler: That's amazing. Marketing is a team sport and to do it well, to really stand out and create compelling content that's going to get you noticed, you have to leverage everybody's strengths and have a really targeted plan to go out and win. Thank you, Travis, for sharing your story. This is Content Pros, part of the Convince and Convert family of podcast services and training classes that are all designed to help us all be more effective and productive modern marketers. If you enjoyed this episode, please check out more great content at or find us on iTunes, Stitcher, Google Play or wherever you find your podcasts and thanks again to Travis Bickham, VP of Marketing at Concord, for joining us. Travis, for those who want to follow you and learn a bit more about your approach to marketing, what's the best place for them to connect with you?
Travis: Well, I'm certainly on LinkedIn. Pretty straight forward, Travis Bickham. Also, on Twitter @travisbickham. Feel free just to send me an email at Concord if you're curious about the platform or you want to talk more about content.
Tyler: Fantastic. All right. Well, thank you again, Travis. We hope you enjoyed this episode and all the best in your modern marketing efforts.
Travis: Thank you, Tyler.
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